Reengineering

It's a very complicated process of economic, social, technical, and organisational conversions, based on changes in operating strategy and conversion of functional, organisational and strategic principles which allow to be competitive on the market.
It is impossible to create one universal reengineering model. There is no model useful in every case for the sake of functional, technological and strategic diversity.
That's why there is a strong need of individual plan creating for each case of reengineering project. For GDF it means the necessity of creating projects being in correspondence with companies' problems and possibilities.
One of the most important things is project participants' consciousness. At the foreground there is a task of making all reengineering partners realise, that very good plans are not everything for the project; first of all they must be executed to succeed.

Activity of a company

Activity of a company requires possession, setting in motion and rational using of human, financial and informational resources.

Reengineering is a process consisting of:

• creating of a new strategy,

• converting the functional and organisational rules,

• adjusting amount and competence of employees to the real needs.

Reengineering aims

The main aim is to regain, hold or increase competitive domination on the market.
Beginning this process one should answer the questions:

Why reengineering is essential?

• What problems and threats are to be faced by the company?

• What is the most real variant of reengineering strategy, taking into consideration present and future activity conditions?

• What will be the short- medium- and long-term results of reengineering?

What should be restructured and what should be achieved by reengineering?

• Do we know what we want?

• Are we able to formulate it?

• Are all reengineering partners made aware of goals?

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